Effective capital planning and capital investment are vital to a company’s long-term success. The choices a company makes in this regard – how much to invest and in which facilities or projects – almost always have a profound impact on its competitiveness and performance. Because they have limited financial resources, well-managed companies take pains to ensure that these decisions support their long-term strategies and are made as rationally as possible. To do this they must have a disciplined approach to assigning priorities to capital investments within the context of the company’s specific strategy and objectives, as well as the ability to easily identify and eliminate unnecessary projects or excessive spending. And since business environments are dynamic, companies must also continually review their investment portfolios to assess their performance to plan and their strategic value while they also consider new investments to support and expand the existing long-term portfolio.
Like many other industry observers I’ve heard overblown claims for information technology for decades. However, I’ve also observed that – eventually – reality catches up with vision. Finance and accounting departments are particularly resistant to change, yet because almost no corporations use adding machines or typewriters any more, it’s clear that transformative change can happen. Nonetheless, because users of business computing systems are inundated with “it’s better than ever” promotions by vendors, journalists and industry analysts, may have grown jaded and disbelieving. In the case of ERP systems that help run many organizations, that is too bad because we are finally at the point of a fundamental change in this business-critical software category.
Topics: Social Media, Supply Chain Performance, Human Capital, Mobile Technology, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Performance, Cloud Computing, Financial Performance, Accounting, Analytics, big data, Budgeting, CEO, C
Ventana Research coined the term “enterprise spreadsheet” in 2004 to describe a variety of software applications that add a desktop spreadsheet’s user interface (usually that of Microsoft Excel) to components that address the issues that arise when desktop spreadsheets are used in repetitive, collaborative enterprise processes. Enterprise spreadsheets are designed to provide the best of both worlds in that they offer the ease of use and flexibility of desktop spreadsheets while overcoming their defects – chiefly inability to maintain data integrity, lack of referential integrity and dimensionality, absence of workflow and process controls, limited security and access controls as well as poor auditability. All of these issues can cause serious problems for business use, which I’ll discuss below.
Topics: Sales Performance, Supply Chain Performance, Customer Performance, Operational Performance, Business Analytics, Business Intelligence, Business Performance, Customer & Contact Center, Financial Performance, Information Management, Financial Performance Management (FPM), Analytics, benchmark, enterprise spreadsheet, Fina
It strikes me that the motto of successful salespeople – “ABC: Always Be Closing!” – could apply equally to corporate controllers, albeit in the accounting sense. For a while now I’ve been advocating continuous accounting, a holistic approach to managing the finance and accounting function that, in part, emphasizes using technology to distribute workloads more evenly over an accounting period – in effect to always be closing rather than waiting until the end of the month or quarter. Continuous accounting also stresses improving efficiency by automating repetitive processes and enhancing organizational effectiveness by improving data integrity in finance processes.
Imagine how the third Monday in next January looks to leaders in the sales department. That’s the first day of the annual sales kickoff and the excitement level won’t get any higher. New products and services are in the works, lucrative customer contracts are up for renewal, alliance partners are in the house, and qualified opportunities are already flowing through your pipeline. The executive team is expecting big things from sales in the new year and has approved hiring additional people to address opportunities that otherwise would be neglected. But despite all this activity, the organization faces two big problems in hiring and integrating new sales staff.
Topics: Sales Performance, Human Capital, Mobile Technology, Business Analytics, Business Collaboration, Business Performance, Financial Performance, Operational Intelligence, Chief Revenue Officer Sales Management Onboarding,